David Langford Presentation on Motivation and System Improvement

By Matthew Moss / February 23, 2017 / 0 Comments

David Langford’s presentation at our 2015 annual conference was titled: Education – Implementation Intentions and Automatization. David included a clip from one of my favorite shows, Utopia (called Dreamland in USA) with a vivid example of a performance appraisal experience. David also discusses the problems created by using extrinsic motivation to drive improved measures. As […]

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Tim Higgins on Psychology and Intrinsic Motivation

By Matthew Moss / February 9, 2017 / 0 Comments

Listen to the Deming Institute Podcast with Tim Higgins, Quality Engineer for NASA and President of the In2:InThinking Network (download podcast). Also see our recent post on Tim’s presentation at our last annual conference: Curiosity, Learning, Knowledge, and Improvement with Tim Higgins. When I read The New Economics lightbulbs started going on, some understanding of […]

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Stratify Data to Hone in on Special Causes of Problems

By Matthew Moss / February 6, 2017 / 0 Comments

We have a tendency to focus on special causes even when poor results are due to common causes within the system. To improve results that are due to the system trying to determine the specific problem with any bad result and fix that problem is an inefficient strategy. But there are times when seeking the […]

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Creating the Foundation for a Learning Organization

By Matthew Moss / February 2, 2017 / 0 Comments

Cliff and Jane Norman (Profound Knowledge Products, Inc.) presented a session at our 2016 annual conference titled: Applying Deming’s Philosophy and Theory to Create the Foundation for a Learning Organization. Cliff, quoting Brian Joiner in the presentation: It takes one kind of brains to start something, it takes a different type of brains to sustain […]

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Reflections on Dr. Deming’s Hospital Notes – What Has Changed Since 1990?

By Guest Post / January 30, 2017 / 0 Comments

Guest post by Mark Graban About ten years ago, somebody sent me a PDF file of Dr. Deming’s “Some Notes on Management in a Hospital.” I felt like somebody had shared a bootleg tape of my favorite band, as I wasn’t sure the article had ever been formally published anywhere. Since I wasn’t sure if […]

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Countering Confirmation Bias

By Matthew Moss / December 19, 2016 / 0 Comments

The greatest obstacle to discovery is not ignorance; it is the illusion of knowledge. – Daniel J. Boorstin After you decide that Deming’s ideas seem valuable you must act to adopt new methods in order to benefit from what you have learned. This takes many forms and I have discussed many possible steps in that […]

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Using Deming’s Ideas – When Your Organization Doesn’t

By Matthew Moss / December 12, 2016 / 0 Comments

You see things through the Deming Lens – but your boss/co-workers/team/board do not. What can you do?

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Transforming the Management System of an Organization

By Matthew Moss / November 17, 2016 / 2 Comments

In response to our request asking what topics readers would like to see addressed on our blog, Dan Bracewell said: I’d like to see some posts about how to implement change in an organization. How does one get an organization to start looking at itself as a system? How does one get the organization to […]

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W. Edwards Deming Discussing the Leadership We Need in Our Organizations

By Matthew Moss / September 26, 2016 / 0 Comments

This is a very interesting interview with W. Edwards Deming by Bill Scherkenbach (recording in February 1984, during this time Bill Scherkenbach worked at Ford and Deming was consulting with Ford). In this post I continue to explore this powerful video; it is part two of: Bill Scherkenbach’s Interview with Dr. Deming. Dr. Deming discusses […]

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Better Meetings for Your Organization

By Matthew Moss / September 12, 2016 / 0 Comments

Meetings are often frustrating for those spending time sitting through them. The solutions proposed for this issue often seem not very well thought out to me. The various traits (frequency, length, detailed agendas or not etc.) of meetings are useful or harmful depending on the circumstances. This is similar to Deming’s ideas on management, I […]

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